Abstract

In order to maintain a business competitive advantage managers have to make continuous efforts aimed at
either introducing new or developing the existing products and processes. Many enterprises implement the so‑called
project‑oriented approach. The enterprises following such an approach are referred to as project‑oriented organizations. A
project and an organization cannot exist without people. Human capital is developed in the process of HR function
fulfillment (R&S, training, HR appraisal, remuneration and HR flow). In every enterprise, which implements the projectoriented
approach and uses the matrix structure, HR function takes a two‑way course: in an organization‑wide perspective
(general HR function) and within the framework of a particular project (HR function in projects). The objective of the article
is to answer the following research questions: Q1: What kind of gaps occur in the area of HR function internal consistency
within the analyzed organizations? Q2: What is the desired role of HR practitioners in project‑oriented organizations? The
article presents the results of empirical studies carried out in 2014 and 2015 in 100 project‑oriented organizations. The
surveyed organizations present higher general HR function consistency than the HR function in projects. Moreover, some
gaps in consistency between both HR function courses were indicated. The obtained results of empirical studies provide
knowledge about the specificity of project‑oriented organizations and the desired role of HR practitioners.